KTU- OB-1 - Unit 1 - Chapter - 1

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Unit – I CHAPTER - 1

ORGANIZATIONAL

BEHAVIOUR - 1

MBA 12

Delivered By,

Dr. S. Gokula Krishnan, PhD.,

Associate Professor – OB, HR & Data Analytics,

School of Management @NCERC

E-mail : [email protected]

Discussions on

Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2

Importance of Interpersonal Skills

What Managers Do?

Management Functions

Management Roles

Management Skills

Effective versus Successful Managerial Activities

Organizational Behaviour

Complementing Intuition with systematic study

Case Incident -1

Reference:Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15th ed., p. 2-14

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Importance of Interpersonal Skills


Good communication skills can lead to both personal andprofessional success

Leadership and communication skills come to the fore indistinguishing the managers whose careers really take off

Developing managers’ interpersonal skills also helps organizationsattract and keep high-performing employees. Regardless of labormarket conditions, outstanding employees are always in short supply

Positive social relationships also were associated with lower stress atwork and lower intentions to quit &

Companies with reputations as good places to work have been foundto generate superior financial performance

What Managers Do?


Managers

Managers get things done through other people. (Or)

An individual who achieves goals through other people

Organization

An organization, which is a consciously coordinated social unit,

composed of two or more people, that functions on a relatively

continuous basis to achieve a common goal or set of goals.

What Managers Do?

The people who oversee the activities of others and who are

responsible for attaining goals in these organizations are managers

(sometimes called administrators, especially in not-for-profit

organizations)

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Management Functions (PODC)


Planning

Organizing

Directing

Controlling

Management Functions (PODC)


Planning: A process that includes defining goals, establishing strategy, and

developing plans to coordinate activities.

Organizing: Determining what tasks are to be done, who is to do them, how the

tasks are to be grouped, who reports to whom, and where decisionsare to be made.

Directing / Leading: A function that includes motivating employees, directing others,

selecting the most effective communication channels, and resolvingconflicts.

Controlling: Monitoring activities to ensure they are being accomplished as

planned and correcting any significant deviations.

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Management Roles


Management Skills


• The ability to apply specialized knowledge or expertise.

Technical Skills

• The ability to work with, understand, and motivate other people, both individually and in groups

Human Skills

• The mental ability to analyze and diagnose complex situations

Conceptual Skills

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Effective Versus Successful Managerial

Activities


Luthans and his associates studied more than 450 managers. All

engaged in four managerial activities:

Traditional management. Decision making, planning, and

controlling.

Communication. Exchanging routine information and

processing paperwork.

Human resource management. Motivating, disciplining,

managing conflict, staffing, and training.

Networking. Socializing, politicking, and interacting with

outsiders.

Allocation of Activities by Time


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Organizational Behaviour


Organizational behavior (often abbreviated OB) is afield of study that investigates the impact thatindividuals, groups, and structure have onbehavior within organizations, for the purpose ofapplying such knowledge toward improving anorganization’s effectiveness. OB includes the core topics of motivation, leader

behavior and power, interpersonal communication, group structure and processes, learning, attitude development and perception, change processes, conflict, work design, and work stress.

Focal Points of OB


Jobs

Work

Absenteeism

Employment turnover

Productivity

Human performance

Management

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Complementing Intuition with

systematic study


We’ve explicitly thought about it before, you’ve been “reading” peoplealmost all your life, watching their actions and trying to interpret whatyou see or predict what people might do under different conditions.Unfortunately, the casual or common sense approach to reading otherscan often lead to erroneous predictions. However, you can improveyour predictive ability by supplementing intuition with a moresystematic approach.

Systematic study Looking at relationships, attempting to attribute causesand effects, and drawing conclusions based on scientific evidence.

Evidence-based management (EBM) The basing of managerialdecisions on the best available scientific evidence.

Intuition A gut feeling not necessarily supported by research.

Case Incident 1


Lessons for “Undercover” Bosses”

Refer:

Stephen P Robbins, Timothy A Judge & NeharikaVohra,

Organizational Behaviour, 15th ed., p. 37

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END OF THE CHAPTER

Leadership & Management

KTU- OB-1 - Unit 1 - Chapter - 1